Workforce Planning conferenceBusiness Transformation, Building capability, and the new opportunity for Hr

June 2 - 4, 2014 / Hilton lakes Hotel / las Vegas, nV

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ce2014 Conference theme:The theme for this 4th Annual Workforce Planning Conference is Embedding a Strategic Workforce Planning (SWP) Process that is Equally Complemented by a Data Analytics Capability that Moves the Needle on Business Performance and Strategic Transformation.

This presents a tremendous new opportunity for human resource practitioners

“The world has changed – In fundamental ways”. In one CEO study they describe this uncertainty as almost like being in uncharted territory. In this context, CEO’s recognize that the importance of their talent planning rises exponentially

In this context, CEO’s recognize that the importance of their talent rises exponentially.

Today an advancing analytics capability in companies is being matched with tremendously enhanced access to data that can drive insight and decisions. This is the future we are in now.

Every large scale business today is engaged in thinking about• how their business needs to adapt its strategies to transform itself for an uncertain future.• how their mindset needs to embrace data and actionable analytics in everything they do.• how their human capital capability has to transform to meet this business need.

Senior Executive Leadership and Finance, IT, Supply Chain, Marketing, Sales Executives are Counting on HR and Talent Management to align the human capital capability with the business.

Mostfirmsarestillatthebeginningofthismaturitycurve.Buttheyhavestartedthejourney.Ouragendaispacked with stories of how companies have progressed, including best practices.

The question I’m hearing is “what do I do and how do I do it”? What is the best path to transitioning to data driven decision making, adopting a stronger analytics capability, while embedding strategic workforce planning as a globally integrated process.

Thereisnocookiecutterformula,norarecompaniesfindingthiseasy.Thereisaurgentinterestineducationand up skilling HR in human capital analytics and, from there, building a more robust relationship that enables and drives the strategic workforce planning needs of the business.

Human Resource Senior Executives and Business Partners, WFP COE Leaders, Human Capital Analytics Executives, and Talent Management / Organization Effectiveness Experts, are all involved in this. The Agenda includes sessions that address each of their concerns.

They are all looking for actionable insights on what talent is critical, what roles are pivotal, and what are our workforce risks and gaps.. Who do we have, who can we have, what will we need, what gaps might we have, and what is the optimal way to close these gaps?

So much is interrelated and depends upon better collaboration, communication, and culture change. Bringing together stakeholders in Strategic Workforce Planning and Human Capital Analyitcs that often do not engage togetherindiscussionandlearningcanjumpstartyourefforts.

As the Producer of this Event, you can reach me at mark.goldberg@the-tma.org.or through LinkedIn at linkedin/iin/markggoldberg.

WelcoMeThe TMA 2014 Workforce Planning Conference has gathered outstanding practitioners within top tier companies to exchange knowledge and share insights on how they are implementing WFP and applyingHRanalyticsintheircompanies.Thisisajourney,andmostpractitionersaremakinginroadsand achieving successes through trial and error. Come to learn. Come to share. Come to grow. Engage with peer practitioners outside of your circles to expand your own networks. Be Interactive!

Practitioners of Strategic Workforce Planning and Human capital analytics

• Alec Levenson, Senior Research Scientist, Center for Effective Organizations, University of Southern California, and author of Employee Surveys That Work

• Michael Manning, Senior Manager, Human Capital Analytics, Strategic Workforce Planning, & Engagement, Edison International; Currently, he is the Acting Principal Manager of Human Resources Shared Services Division for Southern California Edison (SCE)

• Akil Walton, Vice President, Talent Management & Organizational Effectiveness, Aleris

• Jay Kelly, Associate Director, Global HR Operations, Proctor & Gamble

• Binderya Enkhbold, Associate Director, HR Strategy & Analytics, Verizon Wireless

• Paul Brusco, Talent Supply/Demand Management Lead / Talent Supply Chain COE, Accenture

• Todd Allen, North America Talent Supply Chain Lead, Accenture

• Karmen Bentley Blue, Director, Research and Measurement, Coca Cola

• Chris Broderick, Director, Workforce Analytics, IBM

• Amit Mohindra, Vice President, Workforce Intelligence, McKesson

• Melissa Feigelson, Ph.D, Workforce Analytics Manager, BASF

• Clay Worley, Vice President, Human Resources, Leidos (formerly SAIC)

• Chris Shryock, Senior Director, Strategic Workforce Planning & Analytics, PepsiCo

• Heather Parks, Vice President, Organizational Effectiveness, Assurant

• Michael Foss, Human Capital Planning, Amway

• Shonn Colbrunn, Director, Organizational Development and Workforce Planning, Spectrum Health

• AngelaSheffield, Formerly, Head, Strategic Workforce Planning, Applied Materials

• Peter Louch, CEO, Vemo

• Yvette Montero Salvatico, Partner, Kedge; Formerly, Manager Future Workforce Insights, Disney

• Bradford Wilkins, Director, Talent Management and HR Services, Adcap Network Systems

• Mary Young, Principal Researcher, Human Capital, Conference Board

• Alexa Foster, Manager, Workforce Planning, Sanofi

• Anthony Primerano, Manager, Workforce Planning, Sanofi

• Dino Zincarini, Director, Product Management, Workforce Planning, Visier Analytics

• Julian L. Alssid, Chief Workforce Strategist, College for America

• Scott Doggett, Senior Director of Training and Organizational Development, Orange Lake Resorts and Holiday Inn Club Vacations

• Joe Santana, Strategic Management Diversity & Inclusion Consultant & Coach, President of Joseph

Santana, LLC; Formerly, first-ever Diversity Officer, Siemens, and consultant for Fortune 100 organizations.

• Bonnie Dolence, Manager, Workforce Planning & Analytics, FedEx Ground

• CherylBarfield,Manager, Workforce Intelligence, McKesson

• Gary Barbosa, Director, Workforce Strategy and Planning, Lockheed Martin

• Jennie Shephard, Global Head of Talent Acquisition, Novartis

• Lili Cordeiro, Vice President, Leadership and Employee Development, Sage

• Jeff Perley, VP of Professional Services, EMSI

• Holly Paine Magnuson, Director, Talent Planning and Workforce Analytics, The Hershey Company

• John Peterson, Manager, Strategic Workforce Planning, CSX Corporation

• Virginia Liu, Former Head of Strategic Workforce Planning, GE Healthcare and Canada Post

Speakers and Subject Matter experts

• Carl Schleyer, MA, People Strategist & Senior Principal Consultant Workforce Analytics and Planning, 3DResults; Former Director, HR Analytics, Home Depot

• Helen Roberts, Strategic Workforce Planning Coach & Mentor, Faculty, CB SWP Academy

• Mary Ann Downey, HR Metrics Coach; Formerly, Manager, HR Analytics, ING

• Lucia Erwin, President, Talent Planning Solutions

• Al Adamsen, CEO, People Centered Strategies; Founder, Executive Director, Talent Strategy Institute

• Amy Armitage, Director, Member Research, I4CP

• Kevin Rutherford, Chief Talent Officer, Talent Management Alliance; Formerly, VP,HR Borders and SVP, HR Michaels Arts and Crafts; Former Senior Faculty and Trainer, SWP, HCI 2005 - 2010

• Julia Gometz, author, The Brandful Workforce: Former Leader, People Analytics, JetBlue

advisory Board 2014

• AngelaSheffield,Formerly, Head, Strategic Workforce Planning, Applied Materials

• Michael Manning, Senior Manager, Human Capital Analytics, Strategic Workforce Planning, & Engagement, Edison International; Currently, he is the Acting Principal Manager of Human Resources Shared Services Division for Southern California Edison (SCE)

• Helen Roberts, Strategic Workforce Planning Coach, Faculty Head, Conference Board SWP Academy

• Aaron Sorensen, Partner, Axiom Consulting Partners

• Carl Schleyer, MA, People Strategist & Senior Principal Consultant Workforce Analytics and Planning, 3DResults; Former Director, HR Analytics, Home Depot

• Amit Mohindra, Vice President, Workforce Intelligence, McKesson

• Amy Armitage, Director, Member Research, I4CP

• Mary Ann Downey, HR Metrics Coach; Formerly, Manager, HR Analytics, ING

• Yvette Montero Salvatico, Partner, Kedge; Formerly, Manager Future Workforce Insights, Disney

Practitioners of Strategic Workforce Planning and Human capital analytics, continued

8:10-9:00 PRESENTATION & CASE STUDY: Using Competency-Based Education to Address Strategic Workforce Planning Needs

Competency-based education (CBE) offers a data-driven employee education model that is more-applicable to workforce planning needs, particularly in developing talent and building promotable skills. Historically, employee education programs have been anchored to a traditional “credit hour” model and have not kept pace with industry workforce planning due to issues of cost, time, and relevance. Julian L.Alssid,ChiefWorkforceStrategistatthenonprofitCollegeforAmerica,willjoinwithScottDoggett,Senior Director of Training & Development at Holiday Inn Club Vacations, to discuss how competency-based education brings academic institutions in line with best practices in human resources and talentmanagement,resultinginmore-relevantproject-basedlearningandmoreapplicabledegrees.Attendees will learn:

• How can competencies be used as the “decoder ring” between education and workforce development?

• What competencies translate most directly to building promotable skills and developing internal talent across industries?

• What concrete steps can senior HR leaders and General Managers take to maximize their existingtuitionreimbursementbenefitsandbestimpacttheirworkforcedevelopmentneeds?

Julian L. Alssid, Chief Workforce Strategist, College for America

Scott Doggett, Senior Director of Training and Organizational Development, Orange Lake Resorts and Holiday Inn Club Vacations

Track A: Strategic WFP Track B: Human Capital Analytics

9:00-9:45 Accelerate Analytic Capabilities within HR for SWP: The People Part

As technology is advancing to enable us to answer bigger, more strategic questions- what does that mean for the people we need on our Workforce Analytics and Planning teams? Who do you need in these positions? What are the required skills? How do you develop them? How do you keep them engaged? This session will explore the people side of these quantitative roles from someone who had built internal teams from scratch- twice. A competency model will be presented for internal talent and a recipe for extracting maximum value from the “data story” will be discussed.

Carl Schleyer, MA, People Strategist & Senior Principal Consultant Workforce Analytics and Planning, 3DResults; Former Director, HR Analytics, Home Depot

Understanding ‘STRATEGIC’ WORKFORCE PLANNING FOR HR Analytics Practitioners

Analytics practitioners often are engaging in workforce planning, and yet are not versed in the language and frameworks of Strategic Workforce Planning.

This session answers these questions about Strategic Workforce Planning Models and Frameworks How can I understand the essential frameworks and tools that are used in Strategic Workforce Planning? What are Talent Action Plan Strategies to close workforce gaps? What is an overview of the Strategic Workforce Planning model?

Kevin Rutherford, Chief Talent Officer, Talent Management Alliance; Formerly, VP, HR Bordersand SVP, HR MichaelsArtsand Crafts; Former Senior Faculty and Trainer, SWP, HCI 2005-2010

9:45-10:05 Networking Break

Main conference Day one // June 2nd, 2014

10:05-11:00 Peer Learning on STRATEGIC WORKFORCE PLANNING with practitioners in the Conference Board Strategic Workforce Planning Academy

This session will highlight process, methodology, and practices for Strategic Workforce Planning applied in peer learning.

Led byHelen Roberts, SWP Coach, Faculty Head, Conference Board SWP Academy AngelaSheffield,Former Head, Strategic Workforce Planning, Applied Materials Holly Paine Magnuson, Director, Talent Planning and Workforce Analytics, The Hershey CompanyJohn Peterson, Manager, Strategic Workforce Planning, CSX CorporationVirginia Liu, Former Head of Strategic Workforce Planning, GE Healthcare and Canada Post

11:00-11:55 Peer Research on HUMAN CAPITAL ANALYTICS with practitioners from the I4CP Evidenced- Based Human Resources Working Group and Partners

“Using Workforce Planning and Analytics Capability to Drive Measureable Business Impact.” This interactive panel will discuss how High-Performance Organizations (HPO’s) are using workforce analytics and planning to impact business performance. Lockheed Martin, Federal Express Ground andi4cpresearchpartnerCenterforEffectiveOrganizations(CEO)willsharespecificpracticesandprojectsthatsupportbusinessperformance.Learnaboutspecificleadershippractices,projectmanagement, analytics approaches, and enterprise level business processes that directly address business challenges. Panelists will discuss how analytics and planning practices work together to create powerful solutions to talent problems.

Panel led by Amy Armitage, Director, Member Research Programs, i4cp, and Facilitator i4cp working groups on Workforce Analytics and Strategic Workforce Planning.

Panelists includeGary Barbosa, Director Workforce Strategy and Planning, Lockheed MartinBonnie Dolence, Manager Workforce Planning & Analytics, FedEx GroundAlec Levenson, Economist, Senior Researcher Scientist, Center for Effective Organizations, U.S.C.

11:55-12:30 The Evolution of Workforce Intelligence: Identifying Key Distinctions and Value Between Workforce Planning, Human Capital Analytics, & Talent Strategy

Advancingyourorganization’sjourneytobetterworkforceinsightandprojectionsand,inturn,betterdecision-making processes, requires that you clearly identify the value you can derive from among the key workforce intelligence services: workforce planning/forecasting, human capital analytics, HR metrics & reporting, and talent strategy planning. Al will clarify how these disciplines are evolving and how leading organizations are building sustainable, innovative capability, and generating sources of competitive advantage as a result.

Al Adamsen, Founder and Managing Partner, People-Centered Strategies

12:30-1:30 Networking Lunch

Main conference Day one // June 2nd, 2014

Talent Management TMA strictly enforces an attendance policy to guarantee the best possible experience for our speakers and attendees. TMA maintains a 70/30 split between practitioners from end user companies and vendors that provide talent management and recruitment solutions. www.the-tma.org

The TMa Difference

1:30-2:15 “Being the Business” – Workforce Planning and Management at AccentureTheme: At Accenture, the collective talent and ability to make “High Performance Delivered” a reality every day is critical. As a result, aligning HR with the business is key to successful workforce planning. People are the very heart of the business, and the HR function plans, acquires, and deploys talent - to operate as “the business.” This case study reviews Accenture’s integrated Talent Supply Chain processes which support business outcomes. We will see how HR professionals use a variety ofinsightstomakedecisionsthatareessentialtoachievingbusinessobjectives,andexaminehowtocombine analytics, operational expertise, and strong relationships with business leaders to establish a talent point of view for today and tomorrow.

Topics will include:• Talent Supply Chain at Accenture, accountabilities, outcomes, and impact on business results• Using analytics to understand outcomes and drivers to guide talent actions• Establishing relationships with key stakeholders (business, HR, Finance, etc.) to interpret the

data with the story• Findingtherightbalancetomakeresourcedecisionsandplacebetsintimesofconflicting

signals and goals• Being at the center of critical business decisions, at the corporate and local levels• Developing HR Talent that can perform workforce planning effectively

Paul Brusco, Supply/Demand Management & Analytics Lead / Talent Supply Chain COE, AccentureTodd Allen, North America Talent Supply Chain Lead, Accenture

Track A: Strategic WFP Track B: Human Capital Analytics

2:15-3:00 CASE STUDY: Building Capability in both Strategic Workforce Planning and Human Capital Analytics at Pepsico.

ChrisshareshisjourneyrollingoutaStrategicWorkforce Planning Pilot in one business unit while building capability for human capital analytics through the enterprise.

Chris Shryock, Senior Director, Strategic Workforce Planning & Analytics, PepsiCo

CASE STUDY: Driving leader behavior through workforce analytics to build a sustainable and diverse workforce.

Topics addressed include:

• Using Analytics to predict our future talent needs.

• Getting there: Building our Workforce Analytics Product Portfolio

• Driving Action with Workforce Planning

Melissa Feigelson, Ph.D., Workforce Analytics Manager, BASF

Main conference Day one // June 2nd, 2014

Sponsorship opportunities

Every solution provider has different goals. With TMA, sponsorscanhaveapackagethatbestfitstheirbudgetand aligns with their goals. To discuss custom packages, please contact TMA at 888-339-9599 x588 or email info@the-tma.org. There is also the alternative to choose from a pre-packaged sponsorship menu.

Main conference Day one // June 2nd, 2014

3:05-3:10 Time for changing rooms between breakout sessions

Track A: Strategic WFP Track B: Human Capital Analytics

3:10-3:55 CASE STUDY: Sanofi Case Study: Lessonslearned building SWFP in America

Alexa and Tony share their adventures in building a strategic workforce planning department in the United States. Participants will learn how to identify some quick wins, when to seek help, wheretofindfreesourcesofdata,andhowtoget creative with resources in this pragmatic discussion.

Alexa Foster, Manager, Strategic Workforce Planning, Sanofi

Anthony Primerano, Manager, Strategic Workforce Planning, Sanofi

CASE STUDY: Business Transformation and Human Capital Analytics at Verizon Wireless:

Binderyawillbesharingthejourneyandtheresults of how the VZW HR team integrated data across multiple functions, including sales, finance,traininganddevelopment,staffing,andcompensation to drive organizational business transformation decisions.

Binderya Enkhbold, Associate Director, HR Strategy & Analytics, Verizon Wireless

Main conference Day one // June 2nd, 2014

3:55-4:00 Networking Refreshment Break

Track A: Strategic WFP Track B: Human Capital Analytics

4:00-4:45 CASE STUDY: Integrating Global TopTable Business Strategy Into SWFPImplementations At Business Unit Level AtProctor & Gamble

ay has responsibility for Workforce Planningat P & G at a global, C-level. He was given thetask in 2009 of reducing the workforce 10%in anticipation of lower demand. In doing so,rather than across functions, he worked withthe business leaders of each brand and unitto integrate planning and forecasting into thisprocess. Jay will overview the processof translating C-level strategy into SWFPimplementation through the many brands andbusiness units of P & G, and and how this isconfiguredwithintheiruniqueculture.

Jay Kelly, Associate Director, Global HROperations, Proctor & Gamble

PRESENTATION / CASE STUDY: Accurate Workforce Forecasting of Demand and Strategic Workforce Planning from the lens of Organizational Effectiveness.

Complexities within organizations coupled with high levels of shareholder and customer expectations require HR executives to anticipate the talent needed to support their respective company’s growth strategy. Business leaders are challenging HR executives to utilize business acumen, quantitative skills, and HR expertise to accurately forecast and plan how many more or less employees are needed to meet or exceed monthly, quarterly, and annual business demands.

In this program, Dr. Walton will provide guidance and tools for creating and implementing organizational effectiveness techniques to help HR executives successfully respond to the challenge of their business leaders. Dr. Walton will engage in a dialogue to discuss how HRexecutivescanhavemoreofasignificantfinancialandgrowthimpactusingtalentmanagement, organizational development, and quantitative tools. These tools will be useful for conducting accurate workforce forecasting and strategic workforce planning within medium to large scale companies.

Akil Walton, Ph.D. Vice President, Talent Management & Organizational Effectiveness, Aleris

4:45-4:55 Time for changing rooms between breakout sessions

4:55-5:45 KEYNOTE PRSENTATION: Tying together Human Capital Analytics and Workforce Planning To Truly Impact Organizational Strategy

In order to be truly strategic, we need a complete view of the drivers of organizational effectiveness and the role that workforce planning plays relative to other HR programs and OD initiatives. Systems diagnosis coupled with human capital analysis provide the right framework for understanding how workforce planning contributes to the bottom line, and where it needs to be integrated with other efforts formaximumimpact.Thissessionwillintroducethesystemsdiagnosisapproachandsharespecificpracticesandapplicationswithworkforceplanningandcompetencyprofiling.

Alec Levenson, Senior Research Scientist, Center for Effective Organizations, University of Southern California, and author of Employee Surveys That Work

8:15-9:00 PRESENTATION: Practical Workforce Planning: From Theory to Practice

Itistheeraofthe“datafication”ofHR.Yet,formanycompanies,thepromisedbenefitsofworkforceplanninghaveyettomaterialize.Workforcedataisoftendifficulttoaccess.Connectingheadcountplanstoaccuratefinancialcostsisachallenge.Andgainingorganizationalbuy-intotheplanningprocess can be tough to achieve.

In this presentation, Dino Zincarini, head of workforce planning at Visier, will explore the disconnect that often exists between the idea and reality of planning and offer some practical approaches to drive value out of workforce planning processes. Dino will discuss:

• Key industry and technology trends that are shaping the future of workforce planning• The lifecycle of operational and strategic planning • Case studies of large enterprise experiences with workforce planning• Techniques for practical, measurable planning

Dino Zincarini, Director, Product Management, Workforce Planning, Visier Analytics

9:00-9:45 CASE STUDY: An Early Adopter of Strategic Workforce Planning Finds New Keys to Success: Executive Focus on the Talent Agenda and Predictive Analytics

In this presentation, Rogers Communications will discuss how it has re-evaluated its workforce planning approach over time to make it more relevant to the organization, and its emerging yet exciting journeyintopredictiveanalytics.

RogersfirstpresenteditsWFPmodelataConferencein2007andwasfeaturedinthefirstWFPcase study ever published by Bersin & Associates. But it’s one thing to develop a WFP model that captivates HR peers and another thing altogether to drive an actionable strategic talent agenda in the executive ranks.

Despite the thoroughness and sophistication of Rogers’ WFP model at the functional level, Rogers recognized it had employee retention problems that would prevent it from ever closing its WFP gaps.

Rogers has moved to solve this through the following steps:• Assessment, hiring and development focusing on “A Players’ in Pivotal Roles across

Rogers• CorrelationofCSATwithmanagementprofilestodeterminewhoarethetopperforming

managers, and attributes important for hiring/training• Emerging focus on predictive analytics to understand and respond to drivers of turnover

and what management actions will increase employee retention and performance, particularly in pivotal roles

Session sponsored by Vemo, Inc.

Peter Louch, CEO, Vemo

9:45-10:15 Networking Refreshment Break

Main conference Day Two // June 3rd, 2014

10:15-11:00 CASE STUDY: A multi-faceted approach to workforce analytics and business insight for a smarter workforce at IBM

Chris Broderick leads IBM’s Workforce Analytics & Consulting organization and serves as IBM’s highestrankedsubjectmatterexpertonthetopicofworkforceanalytics.Inthissession,shewillprovidethoughtleadershipandasubjectmatterlookintointernalIBM’sWorkforceAnalytics,SocialAnalytics, Engagement Analytics and Survey Research programs.

Presenter: Chris Broderick, Director, Workforce Analytics, IBM

11:00-11:45 Nobody’s Perfect: How to Overcome the Limitations of External Labor Data to Make Better HR and Business Decisions

Companies that have developed sound data and analytics about their own workforce are hungry for external talent data to answer strategic questions such as:

• Whichcitiesandcountrieshavethebestsupplyofqualifiedcandidatesforaspecificcriticalrole?

• Isitmorecosteffectivetohirepeoplewiththecertificationsweneedorup-skillouremployees?• Where should we locate a new facility?• What’stherightpayleveltorecruitandretainaspecifictalentsegmentinagivenlocation?

Even in countries with excellent labor market data, government statistics are too generic to fully meet companies’ strategic workforce planning needs. And Big HR Data–the “real time” labor market informationthatvendorsscrapefromonlinejobandsocialsites–alsohasmanylimitations.TheConference Board’s latest research shows how a new breed of HR professional is overcoming these challenges and using external talent data to provide business leaders with actionable insights.

Mary will provide an overview of this rapidly changing landscape and the strengths and limitations that companies should expect when using external talent data from various sources. Then in a “Part B” session, she will engage Jeff Perley, VP of Professional Services at EMSI, in a conversation about the future on labor market insights.

ThisconversationpromisestobealivelyandprovocativejourneyintoabravenewworldofbigHRdata.

Mary Young, Principal Researcher, Human Capital, Conference BoardJeff Perley, VP of Professional Services, EMSI

Main conference Day Two // June 3rd, 2014

Network with Speaker Faculty and Event Participants including: C-Suite Executives, CHRO, VP HR, SVP HR, COO, CFO, Director, Deputy Directors, Managers and Team Leaders and executives with responsibilities in:

Human Resources, Talent Management, Performance Management,Engagement & Retention, Talent Acquisition & Recruitment, Leadership Development, Corporate Culture, Human Capital Strategy, Organizational Development, Learning & Development, Diversity & Inclusion, and Performance Management

networking opportunities

11:45-12:30 ROUNDTABLE ACTION LEARNING: with Luminaries – Practitioner Subject Matter Experts who have implemented Strategic Workforce Planning and Workforce Analytics in their companies –will help facilitate the roundtables

• Where are you in the maturity of your current WFP function? Where does your analytics reside?

• What are your 2 -3 challenges that if you could change would drive your WFP agenda forward? • What is the one thing you want more insight on before you leave the conference?

Facilitated by: Kevin Rutherford, Chief Talent Officer, Talent Management Alliance

12:30-1:30 Networking Lunch Topic Tables

Track A: Strategic Workforce Planning (SWP)

Track B: Human Capital Analytics (HCA)

1:30-2:15 CASE STUDY: Putting in place a New Global Human Capital Planning Practice.

Michael shares the methodologies, tools, and processes enterprise wide he has developed at AmwaytoreconfigurehowCorporatemakestheirhuman capital decisions.

Michael Foss, Leader, Human Capital Planning, Amway

CASE STUDY: The journey to embed an analytic mindset into the business at Coca Cola

Applying evidence based methods and the actionable insights that come from human capital analytics requires a change in capability. It also implies a shift in culture. Karmen shares the excitingjourneyshehasbeenonindoingthis,includinghersuccessesandthedifficulties.

Karmen Bentley Blue, PhD Director, HR Knowledge & Insights, HR Strategy, Coca Cola N.A Group

2:15-2:20 Time for changing rooms between breakout sessions

Main conference Day Two // June 3rd, 2014

Whether you are looking to build your own event or trying to decide which industry event will give you the best ROI, Your Event Strategy (YES), LLC can help you with your event strategy. YES is a network of senior event professionals with international experience in event contract negotiation, logistics, program management and sales & marketing. We have developed events in North America, South America, Asia, Africa and Europe. No matter what industry or topic,wehavespecialiststhatcanhandletheproject.www.youreventstrategy.com

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2:20-3:05 Preparing a Health System for the Future: Reinventing Performance Reviews and Creating a High Performing, Agile Workforce

• Restructured HR (business partners and COEs) Determined Differentiated Competencies of High Performers (statistical study); Functional Talent Audits (reviewing internal metrics and external workforce trends, matching business strategies with people strategies); Differentiating Critical Roles (leadership and technical experts)

• Elements of a Bold Change in PerformanceReviews(simplification,differentiation, integration with talent planning activities)

• Pilot Process (techniques used, outcomes)

Shonn Calbrunn, Director, Organizational Development and Workforce Planning, Spectrum Health

Effectiveness Metrics that make an Impact and Quality of Attrition: The Metric Management Does Not Ignore

Organizations measure attrition more than any other people metric… but are you measuring what management cares about? More importantly are you providing measures that Management will act on? Learn how high versus low performing 0rganizations measure attrition and how to develop a Quality of Attrition scorecard that your Management team cannot ignore. In this session, we will share how to determine which employee segments to measure, how to tell management the “story” and our tips and tricks to avoid common pitfalls. Mary Ann will also take you through a framework to understand the different type of metrics, share benchmarking data on what most companies measuring and advice on what you should be measuring for your organization.

Mary Ann Downey, Principal, Co-Founder, HR Metrics Coach; Formerly, Manager, HR Analytics, ING and Research Director, I4CP

3:05-3:10 Time for changing rooms between breakout sessions

Main conference Day Two // June 3rd, 2014

Main conference Day Two // June 3rd, 2014

3:10 - 3:55 DISCUSSIONWhat are the Heads of HR thinking about regarding SWFP? What are the tools, and what is the education needed?

• How to tie in formally to Strategic Planning discussions. How to insert SWP into business planning cycle

• What kind of skills training for HR BP and others.

Facilitated by:Kevin Rutherford, Managing Principal, Talent Leap; Formerly, VP, HR Borders and SVP, HR Michaels Arts and Crafts

Discussion Panelists include:Clay Worley, Vice President, Human Resources, Leidos (formerly SAIC)

Jennie Shephard, Global Head of Talent Acquisition, Novartis Consumer Health

CASE STUDY: McKesson: Further along in a Successful HR- Finance WFP Partnership

With the successful adoption of this partnership between HR – Finance, and with top leadership support, senior executives involved with this partnershipdiscusstheirjourneytotakethisenterprise-wideandembedajointownershipprocesswiththefinanceorganization.

The elements that came together for their initial success? Among other things, a business need forWFPresultingfromamajoracquisitionandstrong articulation of the business case for WFP; a business leadership team receptive of workforce insights, actually hungry to make data-driven decisions; a forward-looking CFO fostering a collaborative culture within the Finance team; strong business acumen shown by the HR leader and BU HR team; ability to test and findbestapproachestointegrateHRandFinancedata; a dashboard tool purposely crafted so that WFP can be enabled as a standard business process; and a workforce intelligence COE concentrating on developing an integrated WFP & Analytics capability.

Amit Mohindra, VP, McKesson Corporation

CherylBarfield,Manager, Workforce Intelligence, McKesson

3:55 -4:00 Time for changing rooms between breakout sessions

Main conference Day Two // June 3rd, 2014

4:00-4:45 The intersection of WFP and OE: Engage Stakeholders to adopt, embrace and embed WFP into the organization’s rhythms.

This session is a panel discussion with expert practitioners who have lead organizations through the change management curve to embed WFP into the regular business cadences. Learn how they captured the attention of their Leaders, how they found the key trigger points, built credibility and moved the organization to see WFP as a critical business process. Learn how to build an change management strategy to move the organization further and faster through gaining clarity. This session moves beyond the discussion ofWFPandintothefieldofOrganizationalEffectiveness with sr. leaders who had driven change in their organization and come out successful on the other side.

Facilitated by Lucia Erwin, Founder & Principle Consultant, Talent Planning Solutions

Lili Cordeiro, Vice President, Leadership and Employee Development, Sage

Heather Parks, Vice President, Organizational Effectiveness, Assurant; Formerly Director, SWP, TIAA-CREF

CASE STUDY: Predictive Analytics modeling behind the critical issue of retention

Analytics modeling on retention appears to be the most frequently used arena for applying Human Capital Analytics. This will be a case study that shows the tangible business results achieved from the modeling as well as the modeling used.

Present a predictive retention model that addresses retention and the costs savings Show the interrelationship of retention and recruitment and high potential development

4:45 – 5:30 SCENARIO PLANNING PANEL DISCUSSION: Applying Scenario Planning to SWFP to create robust, adaptive, resilient and transformative talent strategies

Applying Scenario Planning to create robust, adaptive, resilient and transformative talent strategies.

Traditional5-yearplansandone-size-fits-allpracticesfullofnumbersand“connect-the-dots”exercisesoffer little to no help in the face of exponential and accelerating complexity. We have moved far beyond the planning philosophies of the past 50 years, needing new ways to measure, imagine, and move ahead that work within our new world of fast-paced change. Scenarios are an incredibly powerful tool due to their ability to immerse an organization into future probabilities, possibilities, and aspirational outcomes. These stories allow us to assess the validity, robustness and future-readiness of our current strategies, while also uncovering new ideas, products, and models that we may have otherwise missed.

Presented by Yvette Montero Salvatico, Partner, Kedge; Formerly, Manager – Future Workforce Insights, Walt Disney Company

AngelaSheffield,Formerly, Head, Strategic Workforce Planning, Applied Materials

6:00 Cocktail Reception

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8:15-9:15 Workforce Intelligence & Change Management 2014 to 2019: What does the work and the workforce look like in 5 years and what should we be doing to manage this change?

Gain insights on driving workforce planning activities and embedding workforce analytics capability in this60minutesessionwherewewilllookatwhattheworkforceisexpectedtolooklikeinfiveyearsand what actions we can and should be taking to successfully manage based on that future picture and the lessons learned from past experience in managing workforce change, communication, and culture.

After a TED–like presentation by diversity and inclusion strategic management expert Joe Santana onwhatthefutureworkforceisexpectedtolooklike,hewillbejoinedbyapanelofexpertstodiscussstrategies and tactics for applying change management frameworks and insights to real world SWFP & Analytics from their respective experience driving this inside the enterprise. Program will wrap up with interactive questions and comments between audience participants and panelists.

Included CM topics include:• When does change management begin and on-going change management.• Understandingpowercurveversusinfluencecurve• Making best supporters out of allies and turning around non-supportive stakeholders• Need for communication plan and included elements

Presenter:Joe Santana, Strategic Management Diversity & Inclusion Consultant & Coach, President of Joseph Santana, LLC; Formerly, first-ever Diversity Officer, Siemens, and consultant for Fortune 100 organizations.

Panelists include:Michael Manning, Senior Manager, Human Capital Analytics, Strategic Workforce Planning, & Engagement, Edison International; Currently, he is the Acting Principal Manager of Human Resources Shared Services Division for Southern California Edison (SCE).

Amit Mohindra, Vice President, Workforce Intelligence, McKesson

Akil Walton, Vice President, Talent Management and Organizational Effectiveness, Aleris

Main conference Day Three // June 4th, 2014

Main conference Day Three // June 4th, 2014

9:15 – 10:00 CASE STUDY: Breaking Down the Silos: Using apprenticeships as a Strategic Workforce Initiative that demonstrates a successful holistic implementation that solves a business problem.

Adcap Network Systems was faced with 500% growth in staff over the course of four years. We knew by the time the workforce road map was constructed, it would already be extinct. Internal promotion was essential to accelerate adaptation speed in a fast-moving industry where new trends appear daily. The challenge? How to develop on the internal development of staff at all levels of the organization while still optimizing the limited resources available to operate the business. The answer? Through returning to our historical roots with the institution of apprenticeships, with a modern twist, of course, executed through an integrated acquisition, development and succession plan. In this session, we’ll review the challenges and successes we faced when building our own Apprentice program in multiple departments. This required a fully integrated strategy, across not only the traditional siloes in HR/Talent Management, but cross-departmentally across the entire organization. This high energy session promises to provide you the map to seeing your workforce planning and metrics put to action built on business cases that will have the executives at your organization begging for more!

Bradford Wilkins, Director of Talent Management & HR Services, Adcap Network Systems

10:00-10:30 Networking refreshment break

10:30–11:45 ACTION LEARNING SUMMARY SESSION

Using action learning facilitation, Kevin leads the group in roundtables that allow each attendee to receive 8 – 10 minutes of direct feedback from colleagues at their table on how to address their most pressingchallengewhentheyreturntotheoffice!Thismostimportantchallengeisidentifiedfromthesharing of the last two days of the conference.

Facilitated by: Kevin Rutherford, Chief Talent Officer, Talent Management Alliance; Formerly, VP,HR Borders and SVP, HR Michaels Arts and Crafts; Former Senior Faculty and Trainer, SWP, HCI 2005 - 2010

11:45-12:00 Conference Wrap up: Q & A with the 2014 WFP Advisory Board

12:00 Close of the Conference

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Boasting an ideal location in Henderson, NV, 20 miles from the Las Vegas Strip but worlds away from an ordinary Las Vegas experience, Hilton Lake Las Vegas Resort & Spa offers a thrilling escape with easy access to the bright lights of the city. This Lake Las Vegas hotel isadjacenttotheVillageatLakeLasVegas,withamarina and Mediterranean-inspired architecture. Shops, restaurants, and championship golf are moments away.

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